5 Ways Organizations Can Pivot with PurposeSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoLeadership vision|5 Ways Organizations Can Pivot with PurposeSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgCLEARSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoLeadership vision5 Ways Organizations Can Pivot with Purpose by Dana H. Born, Marc Correa and Bill GeorgeDecember 3, 2025LaserLens/Getty ImagesPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrintUnpredictable. That is the defining condition of the world today. Leaders, especially CEOs, are grappling with the hard truth that the models, forecasts, and strategic assumptions they once relied on no longer apply. Today’s most urgent leadership challenges are fast-changing, interconnected, and largely shaped by human behavior.Dana H. Born , PhD, is a retired U.S. Air Force Brigadier General and former Dean of the Faculty at the U.S. Air Force Academy. She is a Senior Associate and Senior Advisor at Harvard Kennedy School’s Belfer Center, where she focuses on authentic and moral leadership development and a Senior Distinguished Fellow for The HOW Institute for Society.Marc Correa , PhD, is a Senior Lecturer in Leadership and Organizational Behavior at Esade Business School (Ramon Llull University), where he served as Dean of Executive Education. He is a Visiting Research Fellow at the Center for Public Leadership at Harvard Kennedy School, and his research focuses on authentic leadership, tension and paradox leadership, and leadership learning and education.BGBill George is an Executive Education Fellow at Harvard Business School, former chair and CEO of Medtronic, and bestselling author of True North.PostPostShareSavePrintRead more on Leadership vision or related topics Managing uncertainty, Personal purpose and values, Business management and LeadershipPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2025 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Organizations today confront a fundamental shift in the operating environment, characterized by rapid, unpredictable change and a heightened awareness of the influence of human behavior. The traditional strategic frameworks and predictive models relied upon by leaders are increasingly inadequate, necessitating a deliberate and purposeful approach to adaptation – a “pivot with purpose.” This concept, articulated by Dana H. Born, Marc Correa, and Bill George, suggests a strategic realignment built not solely on reacting to external forces, but on proactively shaping the organization’s identity and direction. The core of this strategy centers on recognizing the inherent uncertainty of the modern world and building resilient leadership capable of navigating complexities.

Born, drawing upon her extensive experience as a U.S. Air Force Brigadier General, emphasizes the need for authentic and moral leadership, particularly in uncertain times. Her perspective highlights the importance of establishing a clear sense of purpose—a "True North"—as a guiding principle, irrespective of the external circumstances. Leadership must be rooted in ethical behavior and a commitment to shared values, providing a stable and trustworthy foundation for the organization. This aligns with the need to build a culture where individuals understand their roles and responsibilities, fostering cohesion and a sense of shared commitment amidst disruption.

Marc Correa, a Senior Lecturer in Leadership and Organizational Behavior at Esade Business School, further elaborates on the dynamics of leadership during periods of significant volatility. Correa’s research concentrates on “tension and paradox leadership,” recognizing that effective leadership often involves operating simultaneously with contradictory demands—such as embracing innovation while maintaining stability, or pursuing growth while safeguarding existing values. This approach acknowledges the inherent friction in complex situations and advocates for leaders who can effectively manage these tensions, learning from them to refine their strategies. His focus on leadership learning and education reinforces the necessity of cultivating adaptable and reflective leaders who are continuously questioning and refining their approaches.

Bill George, through his extensive experience as a CEO of Medtronic and his work on building a “True North” philosophy, reinforces the significance of purpose-driven leadership. George's work underscores the concept that individuals – and consequently organizations – thrive when aligned with their core values and a compelling vision. This alignment generates intrinsic motivation and resilience, enabling the organization to weather challenges and maintain momentum. Importantly, George’s emphasis on authentic leadership—being true to one's values—creates a culture of trust and transparency, directly contributing to the stability and strength of the organization. The trio’s combined insights point to a strategic course of action: organizations must consciously define and defend a core set of values, embracing the ambiguity of the contemporary landscape while steadfastly adhering to a clearly articulated purpose. Focusing on this “True North” provides the necessary resilience and direction to navigate an environment defined by constant shifts, ultimately shaping a more effective and enduring organization.